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DraftIndicative placeholder for the section owner — amend, replace, or confirm as the first definitive version.

Doc owner: CEO

Annual direction (Y2)

Indicative draft. This page summarises the current business-year direction from executive strategic planning. Head of Strategy owns turning it into definitive org wording, reconciling it with other strategy pages.

Allied’s business year runs September → August.

Annual “ends” are set in that cycle. This page covers direction for Allied's Y2.

Strategic ends​

The following ends are the active high-level direction (source: CEO's Year 2 direction).

Allied vision and mission (anchors)​

  • Ultimate vision: Europe and her allies securely, competitively, and abundantly produce the cutting-edge technologies needed for security and prosperity in the 21st century.
  • Immediate vision: Europe has the defence technology solutions it needs to deter adversaries and, if required, fight and win.
  • Priority mission: Develop, manufacture, and field world-leading defence technology solutions at a rate of relevance and at continental scale.

DEVELOP​

  1. Allied has developed and proven (in combat or near-combat conditions) at least three complex weapons solutions in partnership with leading defence technology partners.
  2. Where absolutely necessary, Allied has co-developed proprietary mission systems to complement or enhance those solutions.

SCALE​

  1. Allied has scaled production, or is ready to scale production, of all solutions that have successfully completed the develop phase (production leadership).
  2. Allied has prototyped and fielded the first units of its distributed manufacturing network (“micro-factories”) and has begun scaled production of proven systems using that infrastructure (engineering leadership).

ENABLE​

  1. Allied has developed and is using internally proprietary AI-native operating system software that reduces cost and increases efficiency and impact, with secure architecture and data from Allied, partners, and open sources where appropriate (production / software leadership).
  2. Allied has ready access to the people, ideas (strategy, process, ways of working), and tools (hardware and software) needed to deliver objectives securely and efficiently (strategy coordination with thematic leads, Chief of Staff, CEO).
  3. Allied has ready access to capital (equity and debt) to sustain an optimal growth rate while minimising dilution for existing shareholders (CEO).

Relationship to other strategy pages​

  • North star — stable long-range purpose and direction (should stay consistent with the vision and mission above).
  • Operating concepts — how we describe the production platform, facilities, and software model in definitive terms (may narrow or clarify terms such as “micro-factories” versus investor-facing language).
  • Investor-facing narrative — materials prepared for investors (e.g. releasable investment memo) live outside this handbook and are not a substitute for this page for internal teams; they may simplify or emphasise themes for external audiences.
  • Strategy index — how this section fits together and suggested reading order
  • Policy — mandatory constraints that execution must satisfy